1. MOTIVATION
Application of Motivation concept

2. Introduction
 Motivation can be defined as an internal
condition initiated by drives, needs, or
desires and producing a goal behaviour.
 According to Stephen P Robbins Motivation is
“defined as the willingness to exert high
levels of effort towards organizational goals.”
 According to Fred Luthans (1986) Motivation
can be defined as “ a process that starts with
psychological or psychological deficiency or
need that activates behaviour or a drive that
is aimed at a goal or incentive.”

3. Process of Motivation
Need
Drive / goal Directed behavior
Goal
Incentives / Relief

4. Nature and Importance of
Motivation
 Motivated employees are required
 It helps organization to survive
 Motivated employees are more productive

5. Motivating tools
 The best employee motivation efforts
focus on what employees deem to be
important.
 Many organizations find flexibility in job
design.
 Helps in increasing productivity and better
morale.
 Motivation includes issues of emotion,
support, capability.

6. Employee Involvement
Programme
Forms of employee involvement programmes
are:-
1. Employee Involvement Teams
Group of employees who work on solving
problems.
2. Participative Mangement
Degree of decision making power share with
their supervisors.

7. 3.Representative participation
Represented by a small group who actually
participate.
4. Quality Circles
Small groups of employees who work
voluntarily in the company time.

8. Theories of Motivation
 There are a number of different views as
to what motivates workers
 The most commonly held views or
theories will be discussed and have been
developed over the last 100 years or so
 Unfortunately these theories do not all
reach the same conclusions !!

9. Frederick Winslow Taylor (1856 – 1917)
 Workers are motivated mainly by pay
 Theory of Scientific Management:-
• Workers do not naturally enjoy work and so need
close supervision and control
• Therefore managers should break down
production into a series of small tasks
• Workers should then be given appropriate
training and tools so they can work as efficiently
as possible on one set task
• Workers are then paid according to the number
of items they produce in a set period of time-
piece-rate pay
• As a result workers are encouraged to work hard
and maximise their productivity

10.  Taylor’s methods were widely adopted as
businesses saw the benefits of increased
productivity levels and lower unit costs
 The most notably advocate was Henry Ford
who used them to design the first ever
production line, making Ford cars
 This was the start of the era of mass
production
 Taylor’s approach has close links with the
concept of an autocratic management style
(managers take all the decisions and simply
give orders to those below them)
 Macgregor’s Theory X approach to workers
(workers are viewed as lazy and wish to
avoid responsibility)

11.  However workers soon came to dislike
Taylor’s approach as they were only given
boring, repetitive tasks to carry out and
were being treated little better than
human machines
 Firms could also afford to lay off workers
as productivity levels increased
 This led to an increase in strikes and
other forms of industrial action by dis-
satisfied workers

12. Elton Mayo (1880 – 1949)
 Workers are not just concerned with
money but could be better motivated by
having their social needs met whilst at
work
 He focused on managers taking more of
an interest in the workers, treating them
as people who have worthwhile opinions
and realising that workers enjoy
interacting together

13.  Mayo conducted a series of experiments at
the Hawthorne factory of the Western Electric
Company in Chicago
 He isolated two groups of women workers
and studied the effect on their productivity
levels of changing factors such as lighting
and working conditions.
 He expected to see productivity levels decline
as lighting or other conditions became
progressively worse
 What he actually discovered surprised him,
whatever the change in lighting or working
conditions, the productivity levels of the
workers improved or remained the same

14.  From this Mayo concluded that workers are best motivated
by:-
 Better communication between managers and
workers (workers were consulted over the experiments
and also had the opportunity to give feedback)
 Greater manager involvement in employees working
lives (workers responded to the increased level of
attention they were receiving)
 Working in groups or teams (workers did not previously
regularly work in teams)
In practice therefore businesses should re-organise
production to encourage greater use of team
working and introduce personnel departments to
encourage greater manager involvement in looking
after employees’ interests

15. Abraham Maslow (1908 – 1970)
 Abraham Maslow along with Frederick Herzberg
introduced the Neo-Human Relations School in
the 1950’s, which focused on the psychological
needs of employees
 Maslow put forward a theory that there are five
levels of human needs which employees need to
have fulfilled at work
 All of the needs are structured into a hierarchy
and only once a lower level of need has been
fully met
 Worker will be motivated by the opportunity of
having the next need up in the hierarchy to be
satisfied

17. Frederick Herzberg
 Motivators are more concerned with the
actual job itself
 Interesting the work is and how much
opportunity it gives for extra
responsibility, recognition and promotion
 Herzberg believed that businesses should
motivate employees by adopting a
democratic approach to management
 Improving the nature and content of the
actual job through certain methods

18.  Some of the methods managers could use to
achieve this are:-
 Job enlargement – workers being given a
greater variety of tasks to perform (not
necessarily more challenging) which should
make the work more interesting.
 Job enrichment - involves workers being
given a wider range of more complex,
interesting and challenging tasks surrounding
a complete unit of work. This should give a
greater sense of achievement.
 Empowerment means delegating more
power to employees to make their own
decisions over areas of their working life.